As digital transformation goals grow more ambitious, many organizations still find themselves battling the same roadblocks—outdated systems, talent shortages, and structural inertia. That’s the headline from CGI’s 2025 Voice of Our Clients report, which captures the perspectives of over 1,800 senior business and tech executives across the globe.
Now in its latest edition, CGI’s annual deep-dive provides an unvarnished look at the forces shaping both private and public sector strategies—from digitization’s impact on global value chains to the accelerating demand for AI-driven efficiency.
And if there’s a single message this year? Adapt or get left behind.
Digitization is Reshaping the Value Chain
According to the report, two-thirds of executives say digitization is rapidly transforming business models—driven largely by economic shifts and the ongoing restructuring of global supply chains. What was once a slow evolution has picked up steam: macro trends like supply chain redesign have grown from a 13% concern in 2021 to a 38% driver today.
This surge reflects the growing urgency for organizations to modernize operations in the face of instability—geopolitical, economic, or otherwise. Digital readiness is now more than a competitive advantage; it’s a survival strategy.
Transformation Goals vs. Operational Reality
Despite lofty digital ambitions, only 28% of executives believe their operating models are agile enough to keep up. A stubborn reliance on legacy systems remains the top barrier to transformation. And while most organizations want to move fast, many are still dragging decades of technical debt behind them.
On the talent front, the numbers are equally sobering: nearly 70% cite ongoing struggles to recruit and retain skilled IT professionals. The message? Tech budgets are growing, but capable hands are in short supply.
That hasn’t stopped executives from planning for the future. Roughly two-thirds intend to maintain or increase capital spending next year, and more than half are eyeing investments north of $200 million over the next three years—mostly in digital programs.
AI Takes Center Stage in the C-Suite
Unsurprisingly, AI continues its climb from buzzword to business imperative. CGI’s findings show 35% of organizations are implementing traditional AI tools, while 26% are experimenting with generative AI—both figures marking a year-over-year increase.
Executives are also becoming more open to new transformation models, including application modernization, managed services, and cloud migration—especially when paired with AI. CGI notes that many clients are seeking not just technology, but “an enterprise-level partner” with industry insight and practical execution capabilities.
François Boulanger, CGI’s CEO, emphasized this point:
“Clients need more than tech—they need strategic partners who can help close the gap between vision and execution.”
From AI Exploration to AI Execution
One of the most notable shifts in this year’s report is that AI has officially taken the top spot in enterprise investment priorities. From automation to insights-driven decision-making, leaders increasingly see AI as the engine behind meaningful transformation.
But with scale comes risk, and CGI isn’t shy about underscoring the importance of responsible AI deployment. Dave Henderson, President of Intelligent Solutions at CGI, stressed the need for AI strategies that are both scalable and ethical:
“Our approach focuses on integrating responsible AI to enable smarter, data-driven decisions without compromising on governance.”
Why It Matters
The 2025 Voice of Our Clients report doesn’t just paint a picture of where tech is headed—it highlights the friction points that may prevent enterprises from getting there. In a landscape defined by rapid digitization and macro-level unpredictability, those who fail to modernize could find themselves outpaced by more agile competitors.
While IT spend is trending up, success will depend on more than budget increases. Organizations must confront structural limitations head-on—upgrading legacy systems, evolving operating models, and finding sustainable ways to attract and retain tech talent.
In short: the transformation playbook is being rewritten. And those who can’t read between the lines may be writing their own obsolescence.
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